MODULE 23
CONFLICT AND NEGOTIATION
“Working together isn’t always easy”
• What should we know about dealing with conflict?
• How can we negotiate successfully?
CONFLICT AND NEGOTIATION
Dealing With Conflict
MODULE GUIDE 22.1
Conflicts can occur over substantive or emotional issues.
Conflicts can be both functional and dysfunctional.
Organizations have many sources of potential conflict.
People use different interpersonal conflict management styles.
Managers can use structural approaches to deal with conflicts in organizations.
CONFLICT AND NEGOTIATION
Dealing With Conflict
Conflict a disagreement over issues of substance and/or an emotional
antagonism. Substantive Conflict
disagreement over goals, resources, rewards, policies, procedures, and job assignments.
Emotional Conflict results from feelings of anger, distrust, dislike, fear, and
resentment, as well as relationship problems. Functional Conflict
stimulates us toward greater work efforts, more creativity in problem solving, and even to cooperate more with others.
Dysfunctional Conflict Is destructive and hurts task performance
CONFLICT AND NEGOTIATION
Dealing With Conflict
Sources of Conflict Five Conflict Management Styles
1. Avoidance or withdrawal-downplaying disagreement, withdrawing, staying neutral at all costs
2. Accommodation or smoothing-giving in and smoothing over differences to maintain harmony
3. Competition or authoritative command-trying to win in active competition, or using authority to win by force
4. Compromise-bargaining for something “acceptable” so each party wins and loses a bit
5. Collaboration or problem solving-working through differences to solve problems so that everyone gains
CONFLICT AND NEGOTIATION
Dealing With Conflict
Conflict Management StylesWhen to use conflict management styles
• Collaboration and problem solving is preferred to gain true conflict resolution when time and cost permit. • Avoidance may be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective. • Authoritative command may be used when quick and decisive action is vital or when unpopular actions must be taken. • Accommodation may be used when issues are more important to others than to yourself or when you want to build “credits” for use in later disagreements. • Compromise may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.
CONFLICT AND NEGOTIATION
Dealing With Conflict
Outcomes of Conflict Lose-lose
no one achieves his or her true desires and the underlying reasons for conflict remain unaffected.
Competition uses force, superior skill, or domination to win a conflict.
Compromise occurs when each party to the conflict gives up something of value to
the other. Win-lose
one party achieves its desires and the other party does not. Collaboration
involves working through conflict differences and solving problems so everyone wins.
Win-win the conflict is resolved to everyone’s benefit.
CONFLICT AND NEGOTIATION
Successful Negotiation
MODULE GUIDE 22.2
Negotiation is a process of reaching agreement.
Negotiation can be approached in distributive or integrative ways.
Integrative agreements require commitment, trust, and information.
Successful negotiation should meet high ethical standards.
Negotiators should guard against common negotiation pitfalls.
Mediation and arbitration are forms of third-party negotiations.
CONFLICT AND NEGOTIATION
Successful Negotiation
Negotiation the process of making joint decisions when the parties
involved have alternative preferences Substance Goals
focus on outcomes. Relationship Goals
focus on people’s relationships and interpersonal processes. Distributive Negotiation
focuses on win-lose claims made by each party for certain preferred outcomes.
Integrative Negotiation uses a win-win orientation to reach solutions acceptable to
each party.
CONFLICT AND NEGOTIATION
Successful Negotiation
Four Criteria of Effective Negotiation 1. Quality
getting a “wise” agreement satisfactory to all sides 2. Cost
being efficient, using minimum resources and time 3. Harmony
acting to strengthen rather than weaken relationships
4. Implementationgaining real commitments to live up to agreements
CONFLICT AND NEGOTIATION
Successful Negotiation
Bargaining Zone the distance between one party’s minimum reservation point
and the other party’s maximum reservation point.
CONFLICT AND NEGOTIATION
Successful Negotiation
Negotiation Pitfalls Myth of the “fixed pie.”
assumes that in order for you to gain, the other person must give something up.
Non-rational escalation of conflict Becoming committed to previously stated demands and
allowing ego to get in the way Overconfidence
ignoring the other party’s needs. Too much telling and too little hearing
When committing the “telling” problem, parties to a negotiation don’t really make themselves understood to each other. When committing the “hearing” problem, they fail to listen sufficiently well to understand what each is saying.
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